Effat University Sustainability Strategy & Operational Plan 2025-2026 by effatuniversity

EFFAT UNIVERSITY SUSTAINABILITY

Strategic Plan 2025-2030

Prepared by: Effat University Sustainability Committee AY 2025-26

Document Version: 1.0

Last Updated: 15 October 2025

Approved: 19 October 2025.

Decision No.: UC#2/19October2025/8.1-65

Next Review: 2026-2027

EFFAT UNIVERSITY SUSTAINABILITY

Strategic Plan 2025-2030

1. EXECUTIVE SUMMARY

Effat University's Sustainability Strategic Plan 2025-2030 translates the University's vision, mission, and IQRA values into measurable action while aligning with Saudi Vision 2030 and global standards. Each objective applies integrated KPIs, ensuring one set of evidence supports institutional, national, and international reporting, thereby streamlining processes and reinforcing Effat University’s identity. Our framework design also links Quacquarelli Symonds (QS) Sustainability (ESG) lenses with Times Higher Education (THE) Impact (SDG) metrics, creating a single evidence pathway that minimizes duplication.

Strategic Targets 2030

1. Research Impact: Increase sustainability-focused publications annually

2. Campus Operations: Achieve 30% reduction in carbon emissions from 2025 baseline

3. Student Engagement: Integrate sustainability into 100% of academic programs

4. Global Ranking: Improve our standing in the THE and the QS Sustainability Rankings

2. VISION, MISSION & STRATEGIC TARGETS

Vision

Effat University promotes sustainability through evidence-based education, impactful research, and community engagement, exemplifying ethical values in environmental stewardship and social responsibility.

Mission

To integrate sustainable development principles across all university functions, fostering a culture of environmental stewardship, social responsibility, and governance effectiveness while preparing graduates to address global challenges with wisdom, compassion, and innovation.

Headline Targets (by 2030)

1. Transform our campus into a model of low-carbon environmental sustainability

2. Weave sustainability principles into the fabric of every academic program

3. Establish Effat University as a recognized sustainability leader in global university rankings

4. Create a transparent sustainability reporting ecosystem aligned with international standards

5. Foster a vibrant sustainability culture that authentically expresses Effat University's IQRA values

3. GUIDING PRINCIPLES: IQRA VALUES

Effat University's sustainability strategy is deeply rooted in our foundational IQRA values, which provide the ethical framework and cultural foundation for all sustainability initiatives. These four core values - Ibhath (Research & Lifelong Learning), Qiyam (Educational & Ethical Values), Riyādah (Responsible Leadership), and At-Tawāsul (Meaningful Communication & Outreach) - guide our approach to environmental stewardship, social responsibility, and governance effectiveness, ensuring that our sustainability efforts authentically reflect our institutional identity and Islamic principles.

Ibhath (Research & Lifelong Learning) - Itqan

• Specialized knowledge acquisition

• Critical and creative thinking skills

• Problem solving skills

• Information and research skills

• Interdisciplinary and integrative learning skills

Riyādah (Responsible Leadership) - Stewardship

• Independence and lifelong learning skills

• Enthusiasm, self-confidence and desire to excel

• Engagement with the community

• Responsible and reflective leadership skills

Qiyam (Educational & Ethical Values) - Ihsan

• Integrity and ethical values

• Self-respect and respect for others

• Pride in cultural heritage and tradition

• Commitment to health and well-being

At-Tawāsul (Meaningful Communication & Outreach) - Ambassador

• Cooperation and team-work skills

• Effective communication skills

• Reaching out to others

• Global awareness

• Emotional intelligence

4. ALIGNMENT WITH EFFAT UNIVERSITY VISION AND MISSION

The sustainability strategic plan is carefully aligned with Effat University's broader institutional vision and mission, with sustainability initiatives directly supporting and advancing the university's core purpose while maintaining consistency with its foundational commitments and values.

University Strategic Plan

Effat University strives to be recognized among the world's higher educational institutions contributing to scientific discovery and innovation, presenting solutions to societal challenges and serving as an agent of change that advances inspired leaders and scholars in fulfilling Queen Effat AlThunayan Al-Saud's vision

University Sustainability Strategic Plan

Effat

Mission

Effat University prepares aspirational and effective leaders of international quality who contribute to national and global progress by interweaving Effat University Core Values into an innovative education which creates a culture of broad inquiry, intellectual engagement, and valuable societal impact

5. IMPLEMENTATION TIMELINE

Effat University's sustainability strategy will be implemented through a structured fourphase approach spanning five years (2025-2030), designed to ensure systematic progress from foundational establishment to full integration and achievement of strategic targets.

Phase 1: Foundation

(0-6 months, 2025)

Establish governance structure and baseline assessment

Phase 2: Implementation

(6-18 months, 20252026)

Launch flagship initiatives and first sustainability report

Phase 3: Acceleration

(18-36 months, 20262028)

Scale initiatives and conduct mid-term review

6. EFFAT UNIVERSITY SUSTAINABILITY FRAMEWORK

Strategic Pillars, Goals, and Objectives

Phase 4: Consolidation

(36-60 months, 20282030)

Achieve 2030 targets and plan next strategic cycle

Effat University's sustainability framework is structured around three strategic pillars that encompass seven strategic goals and twenty-one specific objectives. This comprehensive framework provides a clear roadmap for implementing sustainability initiatives across all university functions while maintaining focus on measurable outcomes and global recognition.

Strategic Pillars

Environmental Stewardship

Goal 1: Campus as a Living Laboratory

Transform Effat University's campus into a model of low-carbon environmental sustainability

Goal 2: Environmental Knowledge

Creation

Establish Effat University as a leading center for environmental knowledge creation

Goal 3: Inclusive Excellence

Foster a culture of inclusive excellence where diversity is celebrated and equity is pursued

Goal 4: Holistic Wellbeing

Social Responsibility

Governance Effectiveness

Promote holistic wellbeing among students, faculty, staff, and the broader community

Goal 5: Educational Impact

Deliver transformative education that empowers graduates to become sustainability leaders

Goal 6: Transparent Leadership

Demonstrate transparent and ethical leadership in all university operations

Goal 7: Meaningful Partnerships

Develop meaningful partnerships with diverse stakeholders to advance sustainable development goals

1.1: Low-Carbon Campus Operations

1.2: Sustainable Resource Management

1.3: Campus as a Sustainability Showcase

2.1: Environmental Research Excellence

2.2: Environmental Education Integration

2.3: Environmental Knowledge Dissemination

3.1: Diversity and Inclusion Enhancement

3.2: Gender Equality Advancement

3.3: Economic Inclusion and Opportunity

4.1: Health and Wellness Promotion

4.2: Health and Wellbeing Research

4.3: Community Health Engagement

5.1: Sustainability Education Excellence

5.2: Lifelong Learning for Sustainability

5.3: Educational Freedom and Innovation

6.1: Governance Effectiveness Enhancement

6.2: Sustainability Governance Integration

6.3: Sustainability Reporting and Accountability

7.1: Strategic Partnership Development

7.2: Community Engagement and Impact

7.3: Policy Influence and Advocacy

7. ALIGNMENT WITH INSTITUTIONAL AND NATIONAL FRAMEWORKS

IQRA values, EU strategic goals and Vision 2030

This sustainability strategy demonstrates strong alignment with both Effat University's institutional goals and Saudi Arabia's Vision 2030 national transformation objectives. Each strategic goal contributes to multiple institutional priorities while supporting the Kingdom's broader sustainability and development aspirations, ensuring that our sustainability efforts advance both university excellence and national progress.

Strategic Pillars

Sustainability Strategic Goals Sustainability Strategic Objectives IQRA Values Institutional Strategic Goals

Goal 1:

Campus as a Living Laboratory

1.1: Low-Carbon Campus Operations

1.2: Sustainable Resource Management

1.3: Campus as a Sustainability Showcase

Goal 2: Environmental Knowledge Creation

2.1: Environmental Research Excellence

2.2: Environmental Education Integration

2.3: Environmental Knowledge Dissemination

Primary: Riyādah

Secondary: Qiyam, AtTawāsul

Primary: Ibhath

Secondary: Riyādah, AtTawāsul

Goal 6:

Provide highly effective shared services to create sustainable learning and working environment that meet the university needs and future growth. An Ambitious Nation

Enhance Government Effectiveness:

Goal 7:

Build a knowledge community that generates creative ideas and innovations to meet future challenges and contribute to the achievement of Saudi Vision 2030

Goal 3:

Develop and maintain a culture of excellence in teaching and learning to make Effat University an icon of excellence in higher education

Goal 8:

Strengthen the University’s visibility by building relations and exchanging knowledge with communities nationally and internationally. Offering consultancy services

• Protect Vital Resources of the Nation

A Vibrant Society

National Vision 2030 Pillars / Overarching Objectives / Branch Objectives Environmental

Offer a Fulfilling and Healthy Life:

• Ensure Environmental Sustainability

Goal 3: Inclusive Excellence

3.1: Diversity and Inclusion Enhancement

3.2: Gender Equality Advancement

3.3: Economic Inclusion and Opportunity

Primary: Qiyam

Secondary: Ibhath, Riyādah, At-Tawāsul

Goal 4: Holistic Wellbeing

4.1: Health and Wellness Promotion

4.2: Health and Wellbeing Research

4.3: Community Health Engagement

Goal 4:

Enhance the university students' quality of life to prepare experts and leaders that uphold the legacy of Queen Effat

Goal 5:

Foster a culture of innovation in the University’s work environment to make it a place of choice for the best faculty and staff

Primary: Qiyam

Secondary: Ibhath

Goal 5: Educational Impact

5.1: Sustainability Education Excellence

5.2: Lifelong Learning for Sustainability

5.3: Educational Freedom and Innovation

Primary: Ibhath

Secondary: Qiyam, AtTawāsul

Goal 4:

Enhance the university students' quality of life to prepare experts and leaders that uphold the legacy of Queen Effat

Goal 5:

Foster a culture of innovation in the University’s work environment to make it a place of choice for the best faculty and staff

Goal 3:

Develop and maintain a culture of excellence in teaching and learning to make Effat University an icon of excellence in higher education

Goal 7:

Build a knowledge community that generates creative ideas and innovations to meet future challenges and contribute to the achievement of Saudi Vision 2030

A Thriving Economy

Increase Employment:

• Ensuring Equal Access to Job Opportunities

Grow and Diversify the Economy:

• Grow Contribution of the Private Sector to the Economy

A Vibrant Society

Offer a Fulfilling and Healthy Life:

• Improve Healthcare Services

• Promote a Healthy Lifestyle

• Improve Livability in Saudi Cities

A Thriving Economy

Increase Employment:

• Develop Human Capital in Line with Labor Market Needs

Goal 6: Transparent Leadership

6.1: Governance Effectiveness Enhancement

6.2: Sustainability Governance Integration

6.3: Sustainability Reporting and Accountability

Primary: Qiyam

Secondary: Ibhath, Riyādah, At-Tawāsul

Goal 7: Meaningful Partnerships

7.1: Strategic Partnership Development

7.2: Community Engagement and Impact

7.3: Policy Influence and Advocacy

Primary: AtTawāsul

Secondary: Ibhath, Qiyam

Goal 1: Monitor the achievement of Effat University's mission and vision in line with the Saudi Vision 2030

Goal 2:

Enhance the governance system to support institutional and program accreditations as well as national and international rankings

Goal 8: Strengthen the University’s visibility by building relations and exchanging knowledge with communities nationally and internationally. Offer consultancy services

Vision 2030 Pillars / Overarching Objectives / Branch Objectives

An Ambitious Nation

Enhance Government Effectiveness:

• Improve Performance of Government Apparatus

• Engage Effectively with Citizens

A Thriving Economy

Grow and Diversify the Economy:

• Grow Contribution of the Private Sector to the Economy

• Further Integrate Saudi Economy Regionally and Globally

8. ALIGNMENT WITH GLOBAL FRAMEWORKS

QS Sustainability (ESG) Lenses and THE Impact (SDG) Metrics

Effat University's sustainability strategy is designed to optimize performance in leading global sustainability assessment frameworks, particularly the Quacquarelli Symonds (QS) ESG Rankings and Times Higher Education (THE) Impact Rankings. This dual-framework approach ensures efficient evidence collection and reporting while maximizing our potential for international recognition and benchmarking against global best practices.

Strate

Environmental Stewardship

Social Responsibility

Governance Effectiveness

Goal 1: Campus as a Living Laboratory Environmental Sustainability (ES) N/A

Goal 2: Environmental Knowledge Creation

7.2, 7.3, 11.4, 12.2, 13.2, 13.3, 13.4

Environmental Education (EE) N/A 13.3, 14.2, 15.2

Environmental Research (ER)

Goal 3: Inclusive Excellence Equality (EQ)

Goal 4: Holistic Wellbeing Health & Wellbeing (HW)

Goal 5: Educational Impact Impact of Education (IE)

Goal 6: Transparent Leadership Good Governance (GG)

Goal 7: Meaningful Partnerships Knowledge Exchange (KE)

Employability & Opportunities (EO)

SDGs 7, 11, 12, 13, 14, 15 7.1, 11.1, 12.1, 13.1, 14.1, 15.1

SDGs 5, 10 5.1, 5.3, 5.4, 5.5, 5.6, 10.1, 10.2, 10.3, 10.4, 10.5

SDGs 1, 2, 3, 6 1.1, 2.1, 3.1, 3.3, 6.1

SDG 4 4.1, 4.2, 4.3

SDG 16 12.4, 16.2, 17.3, 17.4

SDGs 1, 2, 3, 4, 5, 6, 8, 9, 10 1.4, 3.3, 7.4, 9.2, 9.3, 9.4, 17.2

SDGs 8, 9, 16

8.1, 8.4, 9.1, 9.2, 9.3, 9.4, 16.1

Primary: Riyādah

Secondary: Qiyam, At-Tawāsul

Primary: Ibhath

Secondary: AtTawāsul

Primary: Ibhath

Secondary: Riyādah, At-Tawāsul

Primary: Qiyam

Secondary: Ibhath, Riyādah, At-Tawāsul

Primary: Qiyam

Secondary: Ibhath

Primary: Ibhath

Secondary: QiyamAtTawāsul

Primary: Qiyam

Secondary: Ibhath, Riyādah, At-Tawāsul

Primary: At-Tawāsul Secondary: Ibhath

Primary: At-Tawāsul

Secondary: Ibhath, Qiyam

9. STRATEGIC GOALS AND OBJECTIVES WITH KPIS

Strategic goals are broadly aligned with global sustainability frameworks (THE, QS). By contrast, the underlying objectives and KPIs are mapped to Academic Year 2025–2026.

PILLAR 1: ENVIRONMENTAL STEWARDSHIP

Goal 1: Campus as a Living Laboratory

Transform Effat University's campus into a model of low-carbon environmental sustainability

Objective 1.1: Low-Carbon Campus Operations

KPI 1.1.1: Annual carbon emissions reduction (%)

- Target 2026: 10% reduction from 2025 baseline

- Evidence: Energy consumption data, carbon footprint assessment

- QS/THE Alignment: THE 13.2 (Low-carbon energy use), QS ES indicators

KPI 1.1.2: Renewable energy adoption rate (%)

- Target 2026: 25% of total energy consumption

- Evidence: Energy procurement records, renewable energy certificates

- QS/THE Alignment: THE 7.2 (Clean energy measures), QS ES indicators

Objective 1.2: Sustainable Resource Management

KPI 1.2.1: Waste recycling rate (%)

- Target 2026: 60% of total waste

- Evidence: Waste management reports, recycling documentation

- QS/THE Alignment: THE 12.3 (Proportion of recycled waste), QS ES indicators

KPI 1.2.2: Water consumption reduction (%)

- Target 2026: 15% reduction from 2025 baseline

- Evidence: Water utility bills, consumption monitoring reports

- QS/THE Alignment: THE 6.2 (Water consumption), QS ES indicators

Objective 1.3: Campus as a Sustainability Showcase

KPI 1.3.1: Sustainability demonstration projects (count)

- Target 2026: 5 active sustainability demonstration projects

- Evidence: Project documentation, implementation records

- QS/THE Alignment: THE 11.4 (Sustainable practices), QS ES indicators

KPI 1.3.2: Campus sustainability tours and visits (count)

- Target 2026: 10 tours annually

- Evidence: Tour records, visitor documentation

- QS/THE Alignment: THE 13.3 (Environmental education), QS EE indicators

Goal 2: Environmental Knowledge Creation

Establish Effat University as a leading center for environmental knowledge creation

Objective 2.1: Environmental Research Excellence

KPI 2.1.1: Environmental research publications (%)

- Target 2026: 50% publications in environmental fields

- Evidence: Scopus/WoS publication records, research database

- QS/THE Alignment: THE 13.1, 14.1, 15.1 (Research metrics), QS ER1

KPI 2.1.2: Environmental research funding secured (%)

- Target 2026: 1% of research budget annually

- Evidence: Grant awards, funding agreements, financial records

- QS/THE Alignment: THE research income metrics, QS ER indicators

Objective 2.2: Environmental Education Integration

KPI 2.2.1: Programs with sustainability content (%)

- Target 2026: 80% of academic programs

- Evidence: Curriculum documentation, course syllabi

- QS/THE Alignment: THE 13.3 (Environmental education), QS EE indicators

KPI 2.2.2: Sustainability courses offered (count)

- Target 2026: 15 dedicated sustainability courses

- Evidence: Course catalogs, academic records

- QS/THE Alignment: THE 17.4 (Education on SDGs), QS EE3

Objective 2.3: Environmental Knowledge Dissemination

KPI 2.3.1: Public environmental events hosted (count)

- Target 2026: 12 events annually

- Evidence: Event documentation, attendance records

- QS/THE Alignment: THE 17.2 (Community relationships), QS KE indicators

KPI 2.3.2: Environmental knowledge partnerships (count)

- Target 2026: 3 active knowledge partnerships

- Evidence: Partnership agreements, collaboration documentation

- QS/THE Alignment: THE 17.1 (SDG collaboration), QS KE1

PILLAR 2: SOCIAL RESPONSIBILITY

Goal 3: Inclusive Excellence

Foster a culture of inclusive excellence where diversity is celebrated and equity is pursued

Objective 3.1: Diversity and Inclusion Enhancement

KPI 3.1.1: First-generation students’ proportion (%)

- Target 2026: 25% of student body

- Evidence: Student admission records, demographic data

- QS/THE Alignment: THE 10.2 (First-generation students), QS EQ indicators

KPI 3.1.2: Students with disabilities support rate (%)

- Target 2026: 100% of identified students receive support

- Evidence: Disability services records, support documentation

- QS/THE Alignment: THE 10.4 (Students with disabilities), QS EQ indicators

Objective 3.2: Gender Equality Advancement

KPI 3.2.1: Women in leadership positions (%)

- Target 2026: 45% of senior leadership roles

- Evidence: HR records, organizational charts

- QS/THE Alignment: THE 5.3, 5.4 (Gender equality metrics), QS EQ indicators

KPI 3.2.2: Gender equality research publications (count)

- Target 2026: 10 publications annually

- Evidence: Research database, publication records

- QS/THE Alignment: THE 5.1 (Research on gender equality), QS ER1

Objective 3.3: Economic Inclusion and Opportunity

KPI 3.3.1: Proportion of students from low- and lower-middle-income countries (%)

- Target 2026: 30% of student body

- Evidence: Admissions/registrar records

- QS/THE Alignment: THE 1.2 (Students receiving financial aid), QS EQ indicators

KPI 3.3.2: COOP Work-study program participation (%)

- Target 2026: 100% of eligible students

- Evidence: Work-study program records, employment data, COOP reports

- QS/THE Alignment: THE 8.4 (Work placements), QS EO indicators

Goal 4: Holistic Wellbeing

Promote holistic wellbeing among students, faculty, staff, and the broader community

Objective 4.1: Health and Wellness Promotion

KPI 4.1.1: Health and wellness outreach programs (count)

- Target 2026: 2-3 outreach programs conducted by Effat University

- Evidence: Data on student-led wellness workshops, volunteering in clinics, etc.

- QS/THE Alignment: THE 3.3 (Health services), QS HW indicators

KPI 4.1.2: Mental health support utilization rate (%)

- Target 2026: increase % of student body receiving services

- Evidence: Counseling center records, service utilization data

- QS/THE Alignment: THE 3.3 (Health services), QS HW indicators

Objective 4.2: Health and Wellbeing Research

KPI 4.2.1: Health research publications (%)

- Target 2026: 10% publications annually

- Evidence: Research database, publication records

- QS/THE Alignment: THE 3.1 (Health research), QS ER1

KPI 4.2.2: Health research funding secured (%)

- Target 2026: 1% of research budget annually

- Evidence: Grant awards, funding documentation

- QS/THE Alignment: THE research income metrics, QS ER indicators

Objective 4.3: Community Health Engagement

KPI 4.3.1: Community health partnerships (count)

- Target 2026: 8 active partnerships

- Evidence: Partnership agreements, collaboration documentation

- QS/THE Alignment: THE 3.3 (Community health), QS HW indicators

KPI 4.3.2: Community health program beneficiaries (%)

- Target 2026: 50% individuals annually

- Evidence: Program records, beneficiary documentation

- QS/THE Alignment: THE 3.3 (Community health impact), QS HW indicators

Goal 5: Educational Impact

Deliver transformative education that empowers graduates to become sustainability leaders

Objective 5.1: Sustainability Education Excellence

KPI 5.1.1: Graduates from sustainability-/environment-related majors (%)

- Target 2026: 20% of graduates in sustainability-related majors

- Evidence: Registrar graduation lists by major

- QS/THE Alignment: THE 8.4 (Work placements), QS EO indicators

KPI 5.1.2: Student sustainability project completion rate (%)

- Target 2026: 80% of graduating students complete sustainability-related projects

- Evidence: Academic records, project documentation

- QS/THE Alignment: THE 4.3 (Lifelong learning), QS IE indicators

Objective 5.2: Lifelong Learning for Sustainability

KPI 5.2.1: Continuing education programs offered (count)

- Target 2026: 12 programs annually

- Evidence: Program catalogs, enrollment records

- QS/THE Alignment: THE 4.3 (Lifelong learning), QS IE indicators

KPI 5.2.2: Professional development participation rate (%)

- Target 2026: 50% of faculty and staff

- Evidence: Training records, professional development data

- QS/THE Alignment: THE 4.3 (Lifelong learning), QS IE indicators

Objective 5.3: Educational Freedom and Innovation

KPI 5.3.1: Innovative teaching methods adoption rate (%)

- Target 2026: 60% of courses using innovative methods

- Evidence: Syllabi with innovative teaching methods (AI, software, etc.), recorded sessions

- QS/THE Alignment: THE 4.1 (Education research), QS IE indicators

KPI 5.3.2: Student-led clubs with SDGs contribution (count)

- Target 2026: 20 active student initiatives

- Evidence: Student clubs’ events records, initiative documentation

- QS/THE Alignment: THE 17.4 (Education on SDGs), QS IE indicators

PILLAR 3: GOVERNANCE EFFECTIVENESS

Goal 6: Transparent Leadership

Demonstrate transparent and ethical leadership in all university operations

Objective 6.1: Governance Effectiveness Enhancement

KPI 6.1.1: Governance transparency score (score in %)

- Target 2026: 80% in self-assessment reports

- Evidence: Governance audits, transparency reports

- QS/THE Alignment: THE 16.2 (University governance), QS GG indicators

KPI 6.1.2: Ethics training completion rate (%)

- Target 2026: 100% of faculty, staff and students

- Evidence: Training records, completion certificates

- QS/THE Alignment: THE 16.2 (University governance), QS GG1

Objective 6.2: Sustainability Governance Integration

KPI 6.2.1: Sustainability committee meeting frequency (count)

- Target 2026: 8 meetings annually

- Evidence: Meeting minutes, attendance records

- QS/THE Alignment: THE 16.2 (University governance), QS GG indicators

KPI 6.2.2: Sustainability policy implementation rate (%)

- Target 2026: 100% of approved policies implemented

- Evidence: Policy tracking documents, implementation reports

- QS/THE Alignment: THE 16.2 (University governance), QS GG indicators

Objective 6.3: Sustainability Reporting and Accountability

KPI 6.3.1: Sustainability report publication (annual)

- Target 2026: Comprehensive annual report published

- Evidence: Published sustainability reports, public documentation

- QS/THE Alignment: THE 12.4, 17.3 (Sustainability reporting), QS GG indicators

KPI 6.3.2: Stakeholder engagement and feedback (%)

- Target 2026: 50% of Effat community engaged in annual surveys

- Evidence: Surveys results

- QS/THE Alignment: THE 16.2 (University governance), QS GG indicators

Goal 7: Meaningful Partnerships

Develop meaningful partnerships with diverse stakeholders to advance sustainable development goals

Objective 7.1: Strategic Partnership Development

KPI 7.1.1: Active sustainability partnerships (count)

- Target 2026: 4 strategic partnerships

- Evidence: Partnership agreements, MoUs, collaboration documentation

- QS/THE Alignment: THE 17.2 (Relationships for goals), QS KE indicators

KPI 7.1.2: International collaboration projects (count)

- Target 2026: 2 active international projects

- Evidence: Project agreements, collaboration records

- QS/THE Alignment: THE 17.1 (SDG research collaboration), QS KE1

Objective 7.2: Community Engagement and Impact

KPI 7.2.1: Community outreach programs (count)

- Target 2026: 20 programs annually

- Evidence: Program documentation, community engagement records

- QS/THE Alignment: THE 17.2 (Community relationships), QS EO indicators

KPI 7.2.2: Community beneficiaries reached (%)

- Target 2026: 50% annually (tawasul by students, Community service by staff, etc.)

- Evidence: Program attendance, certificates records

- QS/THE Alignment: THE 17.2 (Community impact), QS EO indicators

Objective 7.3: Policy Influence and Advocacy

KPI 7.3.1: Policy consultation participations (laws, regulations, standards count)

- Target 2026: 2 policy consultations annually

- Evidence: Consultation records, policy input documentation

- QS/THE Alignment: THE 16.3 (Working with government), QS KE indicators

KPI 7.3.2: Policy advocacy campaign with NGO/government partners reach (count)

- Target 2026: 5,000 individuals reached annually

- Evidence: Campaign metrics, outreach documentation

- QS/THE Alignment: THE 17.2 (Advocacy impact), QS KE indicators

10. SUSTAINABILITY COMMITTEE STRUCTURE 2025 – 26

Committee Members

- Dr. Nermine Abdel Gelil M. (Associate Professor, Architecture Department), Chair

- Dr. Mady A. Mohamed (Professor & Dean for Graduate Studies & Research)

- Dr. Eman Mohamed (Assistant Professor & Dean of Quality Assurance)

- Ms. Moodi Al-Saib (Director of Information Technology)

- Dr. Manzar Ahmed (Assistant Professor, Marketing & Entrepreneurship)

- Dr. Heba Abdel Fattah (Assistant Professor, Digital Media & Communication)

- Dr. Mohammad Khalid (Associate Professor, General Education Program, Director of Social-Cultural Research Studies Center)

- Dr. Tayeb Brahimi (Associate Professor, Engineering)

- Dr. Abdulaziz T. Almaktoom (Associate Professor & Chair of Business Administration)

- Dr. Hawazen H. AlRowais (Assistant Professor, General Education Program, Assistant Manager of PACCE)

- Representative of theStudents’ Sustainability Club

Committee Functions

1. Set sustainability strategy and monitor implementation

2. Oversee evidence collection and reporting processes of KPIs

3. Evaluate success against QS ESG and THE Impact Rankings criteria

4. Suggest improvements and strategic adjustments

5. Coordinate sustainability activities across colleges

6. Review and approve sustainability policies and initiatives

Environmental Stewardship Working Group

Leader: Dr. Nermine Abdel Gelil M. (Associate Professor, Architecture)

Members:

- Dr. Tayeb Brahimi

- Ms. Moodi Al-Saib

Focus Areas:

- Campus as a Living Laboratory (Goal 1)

- Environmental Knowledge Creation (Goal 2)

- Carbon reduction, renewable energy, waste management

- Environmental research and education integration

Social Responsibility Working Group

Leader: Dr. Hawazen H. AlRowais (Assistant Professor, General Education Program, Assistant Manager of PACCE

Members:

- Dr. Heba Abdel Fattah

- Dr. Manzar Ahmed

- Dr. Mohammad Khalid

Focus Areas:

- Inclusive Excellence (Goal 3)

- Holistic Wellbeing (Goal 4)

- Educational Impact (Goal 5)

- Diversity, health programs, community engagement

Governance Effectiveness Working Group

Leader: Dr. Eman Mohamed (Assistant Professor & Dean of Quality Assurance)

Members:

- Dr. Mady A. Mohamed

- Dr. Abdulaziz T. Almaktoom

Focus Areas:

- Transparent Leadership (Goal 6)

- Meaningful Partnerships (Goal 7)

- Governance systems, reporting, stakeholder engagement

11. EVIDENCE COLLECTION AND DATA MANAGEMENT

All KPIs have been selected based on data availability and collection feasibility at Effat University. The evidence collection framework uses systematic gathering of reliable data to support both internal monitoring and external ranking submissions.

Academic Data Sources

- Student Information System for enrollment, demographics, and academic performance

- Faculty records for research publications, grants, and professional development

- Course catalogs and syllabi for curriculum content analysis

- Alumni tracking systems for employment and career outcomes

Research Data Sources

- Scopus and Web of Science databases for publication metrics & SciVal (Elsevier)

- DGSR records for grant applications and awards

- Institutional repository for research outputs and impact

- Collaboration tracking systems for partnership documentation

Operational Data Sources

- Facilities Management for energy, water, and waste data

- Finance Office for expenditure and budget allocation

- Human Resources for employment and diversity metrics

- Information Technology for digital infrastructure and usage

Community Engagement Data Sources

- Partnership agreements and collaboration documentation

- Program attendance records and participant feedback

- Community impact assessments and beneficiary tracking

- Outreach activity reports and engagement metrics

12. RISK MANAGEMENT AND MITIGATION

Data Collection and Quality Risks

- Risk: Incomplete or inconsistent data collection affecting ranking submissions

- Mitigation: Automated data systems, regular staff training, multiple data sources, and backup collection methods

Resource and Funding Constraints

- Risk: Limited financial resources for sustainability initiatives implementation

- Mitigation: Phased implementation approach, external partnership development, grant funding pursuit, and cost-effective solution prioritization

Stakeholder Engagement Challenges

- Risk: Low participation rates in sustainability programs and initiatives

- Mitigation: Comprehensive awareness campaigns, incentive programs, leadership endorsement, and community-based approaches

External Environment Changes

- Risk: Changes in ranking methodologies, national policies, or global sustainability standards

- Mitigation: Flexible strategy design, continuous methodology monitoring, diversified approach, and adaptive planning processes

Technology and Infrastructure Risks

- Risk: Inadequate technology infrastructure for data collection and reporting

- Mitigation: Technology upgrade planning, cloud-based solutions, redundant systems, and staff technical training

13. SUCCESS INDICATORS AND MILESTONES

Short-term Milestones (2025-2026) Year 1

- Complete baseline assessment for all KPIs

- Establish data collection systems and processes

- Launch flagship sustainability initiatives

- Achieve 50% of 2026 KPI targets

- Publish inaugural sustainability report

Medium-term Milestones (2026-2028) Year 2-3

- Achieve 80% of all 2026 KPI targets

- Improve our standing in THE Sustainability Rankings

- Improve our standing in the QS Sustainability Rankings

- Complete mid-term strategy review and updates

- Continue publishing sustainability reports

Long-term Targets (2028-2030) Year 4-5

- Achieve 100% of all strategic KPI targets

- Improve our standing in THE Sustainability Rankings

- Improve our standing in the QS Sustainability Rankings

- Establish global sustainability leadership recognition

- Complete next strategic cycle plan

- Continue publishing sustainability reports

14. OPERATIONAL PLAN 2025-2026

Environmental Stewardship Operational Plan 2025-2026 (Goals 1 and 2)

KPI 1.1.1: Annual carbon emissions reduction (%) 10% reduction from 2025 baseline Energy consumption data, carbon footprint assessment Carbon Footprint Reduction Program

(1) Establish 2025 baseline carbon emissions measurement (2) Implement energy efficiency measures

(3) Monitor monthly energy consumption (4) Install smart meters and monitoring systems Establish baseline measureme nt and install monitoring systems Establish baseline measureme nt and install monitoring systems Implement energy efficiency measures Implement energy efficiency measures Monitor consumptio n data and assess progress Monitor consumptio n data and assess progress Monitor consumptio n data and evaluate performanc e Final evaluation and annual carbon assessment

KPI 1.1.2: Renewable energy adoption rate (%) 25% of total energy consumption Energy procurement records, renewable energy certificates Renewable Energy Adoption Initiative + Mostadam Certification Workshop (1) Conduct renewable energy feasibility study (2) Procure renewable energy certificates (3) Install solar panels on selected buildings (4) Monitor renewable energy generation

KPI 1.2.1: Waste recycling rate (%) 60% of total waste Waste management reports, partnership agreements, recycling documentatio n Comprehensiv e Waste Management Program

(1) Establish agreement with waste collection and recycling company (WASCO?)

(2) Coordinate regular waste collection schedules

(3) Monitor waste segregation compliance and quality

(4) Track waste generation and recycling rates through partnership reports

Establish baseline measureme nt and check monitoring systems of existing solar panels Establish baseline measureme nt and check monitoring systems of existing solar panels Mostadam certificate Workshop Monitor renewable energy generation

Initiate negotiations with WASCO and review existing infrastructur e Finalize agreement with WASCO and establish collection schedules

Optimize current renewable installations and tie them into campus energy loads Monitor renewable energy generation and consumptio n reductions Monitor renewable energy generation and consumptio n reductions Monitor and evaluate performanc e Annual renewable energy assessment

Monitor Q1 waste collection and recycling data Review partnership performanc e and optimize processes Monitor Q2 waste collection and recycling data Conduct partnership evaluation and expand services if needed Monitor Q3 waste collection and recycling data

Annual waste manageme nt partnership assessment

1.3: Campus as a Sustainability Showcase

KPI 1.2.2: Water consumption reduction (%) 15% reduction from 2025 baseline Water utility bills, consumption monitoring reports, maintenance logs Water Conservation Initiative

KPI 1.3.1: Sustainability demonstration projects (count) 5 active sustainability demonstration projects (that can be visited during the tours) Project documentatio n, implementati on records Sustainability Demonstration Projects including Sustainable Building Tech Lab Establishment

(1) Conduct baseline water consumption audit (2) Monitor water consumption monthly through existing monitoring systems

(3) Conduct regular leak detection and repair (4) Optimize water usage patterns based on consumption data

Conduct baseline water audit including the existing grey water system, and establish monitoring protocols Monitor Q1 water consumptio n and conduct leak detection

Analyze consumptio n patterns and implement optimization measures

Monitor Q2 water consumptio n and address identified issues

Evaluate water-saving effectivenes s and adjust strategies Monitor Q3 water consumptio n and conduct comprehens ive leak audit

Optimize water usage based on annual data analysis

Annual water conservatio n assessment

KPI 1.3.2: Campus sustainability tours and visits (count) 10 tours annually

Tour records, visitor documentatio n Campus Sustainability Tours Program

(1) Establish the sustainable building technology lab and develop demonstration projects for each college

(3) Install renewable energy showcases Launch Sustainable Building Tech Lab (ECoAD)

(1) Develop guided tour routes and materials

(2) Train student ambassadors as tour guides

(3) Schedule regular tours for visitors and community

Selected projects from colleges (even if already ongoing)

(4) Create virtual tour content Develop tour routes and train student ambassador s Launch campus sustainability tours program + Sustainathon Participation

Selected projects from colleges (even if already ongoing)

Conduct tours and collect feedback

Optimize all demonstrati on projects Document project outcomes + Workshop Annual demonstrati on projects and workshops evaluation

Conduct tours and collect feedback

Conduct tours and collect feedback Annual tours program evaluation

1.2: Sustainable Resource Management

KPI

2.1.1: Environmental research publications (%) 50% publications in environmental fields Scopus/WoS publication records, research database Environmental Research Enhancement Program

(1) Identify and support environmental research projects

(2) Facilitate interdisciplinary research collaborations

(3) Provide research funding and resources

(4) Track and promote research publications

KPI 2.1.2: Environmental research funding secured (%) 1% of research budget annually

Grant awards, funding agreements, financial records Environmental Research Funding Initiative

(1) Identify external funding opportunities

(2) Support grant application processes

(3) Allocate internal research funding

(4) Monitor funding utilization and outcomes

(1) Review and update course syllabi to include sustainability content

Identify current environment al research projects and researchers in collaboratio n with DGSR

Identify funding opportunitie s and grant applications (DGSR)

Monitor research progress in collaboratio n with DGSR

Evaluate research outcomes and impact (DGSR)

Annual environment al research assessment

KPI 2.2.1: Programs with sustainability content (%) 80% of academic programs Curriculum documentatio n, course syllabi Sustainability Curriculum Integration Program

(2) Develop new sustainability-focused courses

(3) Train faculty on sustainability education

(4) Monitor curriculum integration progress

Monitor grants and funding progress (DGSR)

Review current curriculum and identify integration of and alignment with SDGs

Monitor grants and funding progress (DGSR)

Assess funding success and plan for next year

Annual research funding evaluation

Suggest improvemen ts and more integration of sustainability into courses Integrate SDGs into CLOs and course reports

Assess student learning outcomes (CLOs/SDGs mapping) Annual curriculum integration assessment

KPI 2.2.2: Sustainability courses offered (count) 15 dedicated sustainability courses Course catalogs, academic records, course activation documentatio n Dedicated Sustainability Courses

(1) Conduct baseline audit of existing sustainability courses across all programs

(2) Identify and review non-activated elective sustainability courses

Development

(3) Activate selected elective courses based on demand and resources

4) Develop plan for next academic year

(1) Organize environmental events such as ESG and Mostadam workshops.

Conduct comprehens ive audit of existing sustainability courses and identify nonactivated electives

Analyze audit results and prioritize courses for activation based on demand

Analyze audit results and prioritize courses for activation based on demand Plan sustainability courses for next academic year Plan sustainability courses for next academic year Plan sustainability courses for next academic year Annual sustainability courses plan evaluation

KPI 2.3.1: Public environmental events hosted (count) 12 events annually Event documentatio n, attendance records Public Environmental Events Program

(2) Support student clubs in organizing environmental awareness events

(3) Coordinate with student clubs for environmental days

(4) Engage community stakeholders in campus events

(5) Registration for Mostadam for Communities

KPI 2.3.2: Environmental knowledge partnerships (count) 3 active knowledge partnerships Partnership agreements, collaboration documentatio n Environmental Knowledge Partnerships Program

(1) Establish partnerships with environmental organizations

(2) Develop knowledge sharing agreements

(3) Facilitate joint research and education initiatives

(4) Monitor partnership outcomes

Plan and organize Fall semester major environment al event

Host Fall semester major event and support student club activities

Negotiate and establish partnership with local environment al NGO

Monitor first partnership activities and outcomes

Support student clubs in organizing environment al awareness events

Plan and organize Spring semester major environment al event Host Spring semester major event and support student club activities

Negotiate and establish partnership with government environment al agency Monitor partnerships and launch joint research initiative with first partner

Continue monitoring partnerships and expand collaboratio n activities

Effat University registration and official visit for Mostadam for Community (with fee)

Support student clubs organizing Earth Day and other environment al events Annual environment al events evaluation and planning for next year

Negotiate and establish third knowledge partnership Monitor all partnership activities and evaluate effectivenes s Annual knowledge partnerships evaluation and plan for expansion

Social Responsibility Operational Plan 2025-2026 (Goals 3, 4 & 5)

KPI 3.1.1: Firstgeneration students’ proportion (%) 25% of student body Student admission records, demogra phic data

Supportin g FirstGenerati on Students Program

1- Identify first-generation students and create a support database.

2- Conduct outreach campaigns with schools and community partners.

3- Launch a mentorship and skills development program for firstgeneration students.

4- Host an annual event to celebrate first-generation student achievements and promote inclusion.

Identify current first-generation students to establish baseline data.

Launch an outreach campaign in local schools and communities to promote Effat University opportunities for firstgeneration students.

Train faculty and senior student mentors to support firstgeneration students.

Pair firstgeneration students with mentors and begin the mentorship program.

Organize workshops on study skills, university navigation, and leadership for firstgeneration students.

Engage firstgeneration students in a community or campus event to build confidence and belonging.

Host a recognition event celebrating firstgeneration students’ achievemen ts and share success stories to inspire future applicants. Annual Assessment and Impact Review.

KPI 3.1.2: Students with disabilities support rate (%) 100% of identified students receive support Disability services records, support documen tation Disability Support Program

1- Identify students with disabilities and assess their academic and accessibility needs to establish a support baseline.

2- Provide faculty and staff training on inclusive teaching methods and disability awareness.

3- Enhance campus accessibility through assistive technologies, adaptive learning tools, and accessible communication materials.

1- Announce the program and invite women to join.

KPI 3.2.1: Women in leadership positions (%) 45% of senior leadership roles HR records, organizati onal charts Women Leadershi p Develop ment Program.

2- Conduct leadership workshops on strategic decision-making, communication, and management skills.

3- Assign small leadership projects to practice skills.

4- Evaluate progress and gather feedback.

Identify students with disabilities and assess their individual needs to establish a support baseline.

Conduct an awareness campaign to inform students, faculty, and staff about available disability support services.

Provide faculty and staff training on inclusive teaching methods and disability awareness.

Implement assistive technologies and adaptive learning tools to support students with disabilities in classrooms.

Organize peer support and mentorship programs to foster inclusion and social engagement for students with disabilities.

Conduct accessibility audits across campus facilities and services to identify gaps and improve inclusivity.

Host workshops or events highlighting achievemen ts and contributions of students with disabilities to build awareness and recognition.

Conduct an annual assessment to measure program effectivene ss, student satisfaction , and support improveme nts.

The Women Leadership Development program preparation and planning.

Announce the program.

Select participants and assign mentors.

Conduct leadership workshops.

Begin mentorship meetings.

Organize networking sessions with university leaders.

Continue projects and provide advanced training.

Evaluate participant s’ performan ce, achieveme nts, review outcomes and plan for the next cycle.

KPI 3.2.2: Gender equality research publications (count) 10 publicatio ns annually Research database , publicati on records Gender Equality Research Program.

1- Launch the program and invite faculty and students to submit research proposals.

2- Conduct workshops on gender research methods and publication skills.

3- Provide mentorship and research support for selected projects.

4- Facilitate journal submissions and recognize published works.

Launch the initiative and invite research proposals from faculty and students. Conduct a workshop on gender research methods and publication strategies. Approve selected research proposals and assign mentors.

Provide research development support.

Support draft development, offer peerreview and editing assistance for manuscripts. Submit papers to targeted journals or conferences

Track accepted publications and recognize contributors. Measure achieveme nt by tracking the number of gender equality publication s annually.

KPI 3.3.1: Proportion of students from low- and lower-middleincome countries (%) 30% of student body Admission s/registrar records Inclusive Global Enrollmen t Initiative

1- Strengthen partnerships with schools and organizations to promote Effat University opportunities.

2- Conduct recruitment campaigns promoting Effat University’s inclusive environment and scholarships for students.

Identify potential partner schools, and organizations collaboration and communicate with them to share information about Effat University programs and scholarships.

Develop and distribute promotional materials (digital brochures, videos, and social media content) in collaboration with Communicatio n, PR and Admissions.

Launch the recruitment campaign through online platforms, partner networks, and different channels.

Host virtual information sessions and webinars for prospective students.

Collect inquiries and applications from interested students; provide one-on-one guidance through admissions representatives. Announce scholarship offers and admission results and assist accepted students.

Monitor application and enrollment statistics to measure progress. Review student integration to identify support needs. Prepare annual report and plan next recruitment cycle.

KPI 3.3.2: COOP Workstudy program participation (%) 100% of eligible students Workstudy program records, employm ent data, COOP reports COOP WorkStudy Participati on Program

1- Identify student challenges in COOP placements and gather improvement suggestions.

2- Promote COOP opportunities through orientations, workshops, and communications.

3- Partner with companies and departments to secure placements for all eligible students.

4- Track participation and provide guidance for placement or scheduling issues.

Identify challenges that students face in COOP placements and gather suggestions for improvement.

Adjust COOP program processes to address student feedback.

Partner with companies and internal departments to secure placement opportunities for all eligible students.

Promote COOP opportunitie s to students via orientations, workshops, and internal communica tions.

Assist students in placement selection, scheduling, and resolving any placement issues. Track student participation and follow up with students facing challenges to ensure continued engagement.

Provide additional guidance and support to students in their placements, including mentorship or check-ins.

Conduct review with companies and departments to ensure quality experience and resolve any ongoing issues.

Conduct an end-ofyear assessment to evaluate overall participatio n rates, challenges faced, and plan enhancem ents for the next cycle.

KPI 4.1.1: Health and wellness outreach programs (count) 2-3 outreach programs conducte d by Effat

Data on studentled wellness workshop s, volunteeri ng in clinics, etc. Health and WellBeing Outreach Campaig n

1- Plan and coordinate annual wellness outreach activities

2-Implement wellness campaigns, workshops, and fitness challenges.

3- Partner with healthcare and community organizations for outreach.

4- Evaluate program outcomes and compile evidence for reporting.

Plan the annual schedule of wellness outreach activities in coordination with university relevant units (e.g, DSA) and student clubs.

Launch the first outreach event such as a "Wellness Awareness Week" focusing on physical health, nutrition, and stress management.

Conduct a Health Education Campaign in collaboratio n with healthcare partners or student clubs to promote preventive health practices.

Host a Fitness and Active Lifestyle Challenges encouraging students and staff to participate in physical wellness activities.

Deliver a Mental Health and Resilience Workshop led by professionals and supported by student ambassadors.

Conduct a Wellness Fair showcasing student-led wellness projects, health screenings, and community engagemen t activities.

Wellness Tips Campaign (Digital)

Evaluate outreach programs, document outcomes, and compile evidence for KPI reporting.

KPI 4.1.2: Mental health support utilization rate (%) increase % of student body receiving services Counselin g center records, service utilization data. Effat University Mental Health Support Initiative

1- Promote mental health services campus-wide and reduce stigma.

2- Provide workshops, counseling orientations, and peer-support sessions.

3- Train faculty and student ambassadors to identify and refer students in need of mental health support.

4- Track service usage and gather feedback to improve accessibility.

Plan mental health awareness and support activities with counseling and student teams.

Launch a campus-wide awareness campaign to promote mental health services and reduce stigma.

Conduct mental health workshops and counseling orientation sessions for students.

Train faculty and student ambassadors to identify and refer students in need of support.

Conduct workshops and peer-support activities, focusing on resilience and stress management.

Promote targeted mental health support for high-stress periods, such as midterms or project deadlines.

Gather student feedback on mental health services and participation experiences.

Monitor service utilization rates, evaluate effectivene ss, and plan improveme nts for the next year.

KPI 4.2.1: Health research publications (%) 10% publicatio ns annually Research database , publicati on records Health Research Encourag ement Program

1- Motivate faculty and students to initiate and conduct research in health and wellbeing topics.

2- Organize a workshop to train faculty and students on designing, conducting, and publishing health research in peer-reviewed journals.

3- Organize annual or semesterbased competitions for the best health research projects, with prizes or recognition for publications.

1- Collaborate with DGSR to identify internal and external grants, government programs, and industry partnerships for health research.

Motivate faculty and students to propose health research projects in collaboration with the Deanship of Graduate Studies (DGSR).

Conduct a Health and Wellbeing Research Workshop on designing, conducting, and publishing research.

Pair faculty and student teams with mentors to refine research ideas and methodolog y.

Support manuscript preparation for ongoing projects and guide submissions to peer-reviewed journals.

Promote internal research competitions and encourage submission of research abstracts.

Evaluate research progress, provide additional mentoring, and facilitate collaboratio n opportunities . Recognize top research projects and publications through awards or announcem ents and document outputs for KPI reporting.

Measure publication rate against the 10% target, and report results for KPI evaluation.

KPI 4.2.2: Health research funding secured (%) 1% of research budget annually Grant awards, funding documen tation

Advancin g Health Research Funding

2-Provide workshops and mentorship to help faculty and students prepare competitive funding proposals.

3-Promote interdisciplinary facultystudent teams to submit joint funding applications.

4-Track awarded funds and report progress toward the 1% annual research budget target.

Collaborate with DGSR to identify internal and external funding opportunities and potential research partners.

Announce available funding calls and invite faculty and students to submit research proposals.

Conduct workshops and mentorship sessions to guide proposal writing and submission.

Support interdisciplinary teams in developing and refining joint funding applications.

Submit proposals to selected funding bodies and follow up on application status.

Facilitate connections with external partners to explore additional funding avenues. Monitor awarded grants and document secured funding.

Evaluate total health research funding secured, measure progress toward the 1% target, and prepare the KPI report.

KPI 4.3.1: Community health partnerships (count) 8 active partnership s Partnershi p agreeme nts, collabora tion documen tation Effat Communi ty Health Partnershi p Project

1- Identify and approach potential community and healthcare partners for collaboration.

2- Develop formal agreements (MoUs) outlining shared goals, activities, and responsibilities.

3- Launch joint community health projects, awareness campaigns, or volunteering initiatives.

4- Review and document partnership outcomes and maintain ongoing engagement.

1- Organize university-wide health and wellness campaigns (e.g., nutrition, mental health, women’s health, fitness).

Identify and map potential community and healthcare partners for collaboration (e.g., hospitals, clinics, NGOs).

Initiate communicatio n and meetings with selected partners to discuss possible collaboration areas.

Develop and sign formal partnership agreements (MoUs) outlining shared goals and roles.

Launch the first joint community health project or awareness campaign with one or more partners.

Expand collaboration through student volunteering or training programs within partner organizations.

Conduct a joint health education or wellness event open to the wider community.

Evaluate partnership activities, collect feedback, and plan sustainability strategies.

Document and report the total number of active partnership s and outcomes for KPI measurem ent.

KPI 4.3.2: Community health program beneficiaries (%) 50% individuals annually Program records, beneficia ry documen tation Effat Communi ty Health and Wellness Outreach Initiative

2- Partner with local hospitals, clinics, and NGOs to offer free health screenings, blood donations, and educational booths on campus.

3- Launch digital health awareness campaigns via Effat’s media and communication channels to reach a wider audience.

4- Collect and report data on participation and impact to measure beneficiary reach toward the target.

Plan the annual calendar of community health and wellness activities in coordination with the Deanship of Student Affairs (DSA).

Launch the first outreach campaign (e.g., “Healthy Effat Week”) featuring screenings, awareness booths, and workshops.

Collaborate with hospitals and NGOs to host a community health campaign.

Organize digital awareness sessions and social media campaigns to extend health messaging to a wider audience.

Coordinate wellness challenges and campaigns to encourage healthy habits among students and the community.

Collaborate with healthcare professionals to deliver seminars or on-campus health education workshops.

Conduct a Community Health Day with interactive booths, demonstrati ons, and awareness sessions.

Evaluate participatio n, measure beneficiary reach, and report on KPI achieveme nt.

KPI 5.1.1: Graduates from sustainability/environmentrelated majors (%) 20% of graduates in sustainabili ty-related roles Registrar graduatio n lists by major, career placeme nt records Sustainabi lity Curriculu m Integratio n Program

1-Map sustainability- and environment-related majors and identify relevant courses.

2-Develop sustainability-focused course materials and integrate them into the curriculum across colleges.

3-Conduct awareness campaigns to promote these programs to students and the community.

4-Organize an annual Sustainability in Education Exhibition showcasing sustainability-linked majors and graduates’ work.

Identify sustainabilityrelated majors and courses to establish baseline data. Conduct internal meetings with deans and faculty to integrate sustainability components. Develop and approve new or revised course outlines including sustainability focus.

Conduct faculty awareness workshop on sustainability education and its importance.

Launch awareness campaign highlighting sustainability degrees and career opportunities. Showcase sustainability majors in media and organize promotional booths on campus. Organize the Sustainability in Education Exhibition highlighting student work.

Conduct annual review of graduate data, analyze trends, and report results.

KPI 5.1.2: Student sustainability project completion rate (%) 80% of graduating students complete sustainabili ty-related projects Academi c records, project documen tation, capstone reports Student Sustainabi lity Projects Completi on Program

1-Develop sustainability-focused project guidelines and rubrics for all programs.

2-Assign faculty mentors for project supervision and quality assurance.

3-Conduct workshops on sustainability project design, implementation, and presentation.

4-Host an annual Sustainability Project Showcase to recognize outstanding student work and best practices.

Develop project guidelines and templates for each college; communicate requirements to program coordinators.

Conduct orientation sessions for students and faculty mentors on project expectations and supervision.

Hold handson workshops to train students on project planning, data collection, and sustainability design principles.

Begin implementation phase for student sustainability projects with regular mentor check-ins.

Conduct midpoint review to monitor project progress and address challenges faced by students.

Organize feedback and peerreview sessions for students to refine their projects before final submission.

Prepare exhibition materials and project summaries; select top projects for the showcase.

Host the Sustainabilit y Project Showcase; collect completion data; conduct an annual evaluation of student participatio n and outcomes.

KPI 5.2.1: Continuing education programs offered (count) 12 programs annually Program catalogs, enrollmen t records, certificat es issued Sustainabi lity Continuin g Educatio n Program

1-Design and approve continuing education programs on sustainable business, institution transformation in sustainbility, and circular design practices.

2-Partner with industry and community organizations to codevelop and deliver sustainabilityfocused short courses and diplomas.

3-Launch awareness campaigns to promote program enrollment among professionals and alumni.

4-Conduct post-program evaluations and compile participant feedback for continuous improvement.

Identify program topics and faculty leads; prepare accreditation and approval documents.

Collaborate with industry partners to finalize course content and schedule. Begin marketing and enrollment campaign targeting professionals and alumni.

Launch the first batch of continuing education programs and collect enrollment data. Conduct follow-up sessions to evaluate course delivery and participant engagement.

Introduce additional short courses based on demand and partner feedback.

Document course completions; gather satisfaction surveys and evaluation reports. Prepare annual summary of all programs offered; assess impact and submit KPI report.

KPI 5.2.2: Professional development participation rate (%)

50% of faculty and staff Training records, profession al develop ment data, certificat es Faculty and Staff Profession al Develop ment Program

KPI 5.3.1: Innovative teaching methods adoption rate (%) 60% of courses using innovative methods

Syllabi with innovativ e teaching methods (AI, software, etc.), recorded sessions, teaching evaluatio ns Innovativ e Teaching Methods Develop ment Program

KPI 5.3.2: Student-led clubs with SDGs contribution (count) 20 active student initiatives Student clubs' events records, initiative documen tation, SDG mapping Student SDG Leadershi p and Innovatio n Clubs Initiative

1-Develop annual professional development plan emphasizing sustainability literacy, teaching innovation, and ethical AI integration.

2-Conduct workshops and training sessions focused on lifelong learning and sustainability awareness for faculty and staff.

3-Create an internal recognition system for active participants.

4-Evaluate progress annually and identify further learning opportunities.

1-Identify courses suitable for redesign using AI tools, simulations, or project-based learning.

2-Conduct workshops and clinics to train faculty on innovative and technology-supported teaching methods.

3-Provide internal mini-grants to incentivize course redesign and track adoption progress.

4-Collect and review redesigned syllabi and teaching materials to assess innovation impact.

1-Identify and register student clubs contributing to SDGs through educational and community projects.

2-Train club leaders on SDG alignment, project management, and sustainability reporting.

3-Support implementation of student-led initiatives addressing sustainability, inclusion, and innovation themes.

4-Host an annual SDG Clubs Expo to highlight contributions and expand membership.

Prepare annual professional development calendar and identify trainers. Announce PD opportunities through internal channels; open registration for sessions.

Conduct the first round of PD workshops focusing on sustainability and innovation.

Launch faculty peer-sharing sessions on best practices in sustainable teaching.

Continue PD cycle with advanced modules on lifelong learning and leadership. Monitor attendance and engagemen t; provide completion certificates.

Publish participation data and highlight exemplary faculty/staff in internal communicat ions.

Evaluate overall participatio n rate; compile data for annual KPI report and plan next cycle.

Identify faculty and courses for redesign; announce call for innovative teaching proposals. Conduct workshops on AI tools, flipped classrooms, and experiential learning. Approve mini-grant recipients and initiate redesign projects.

Begin implementation of redesigned courses; collect early evidence from classrooms.

Conduct midcycle evaluation of innovative teaching impact through peer observations. Document good practices and conduct showcase sessions for faculty.

Review redesigned syllabi and collect faculty feedback for improvemen t.

Compile KPI report on adoption rate and prepare action plan for next academic year.

Map active student clubs and assess current SDG alignment; identify potential new initiatives. Conduct SDG training workshops for student leaders and faculty advisors.

Guide clubs in developing project proposals addressing sustainability challenges. Approve and launch studentled initiatives with clear goals and timelines.

Monitor club projects; provide feedback and support through PACCE and DSA.

Document club activities and outcomes for reporting and recognition. Plan and organize the annual SDG Clubs Expo and award ceremony.

Evaluate outcomes, track participatio n, and report total active SDG-linked clubs for KPI measurem ent.

Governance Effectiveness Operational Plan 2025-2026 (Goals 5 and 6)

KPI 6.1.1: Governance transparency score (score in %)

KPI 6.1.2: Ethics training completion rate (%)

KPI 6.2.1:

80% in selfassessment report

Governanc e audits, transparen cy reports

Assuring Governing Bodies' Compliance and Transparency

100% of faculty, staff and students Training records, completion certificates IQRA Values and Tarbwayyat Effat Campaign

Sustainability committee meeting frequency (count) 8 meetings annually Meeting minutes, attendanc e records

KPI 6.2.2:

Maintaining Sustainability Committee Monthly Meetings

Sustainability policy implementation rate (%) 100% of approved policies implemented Policy tracking documents, implement ation reports Developing and Revising Sustainability Policies and Measuring the Success of their Implementation

(1) Audit the councils meetings at all levels (i.e. DCs, CCs, Research and GS Committees, SC and UC) in terms of their formation, attendance, minutes, and decisions to ensure that they comply with university charter (2) Offer Alignment of Decisions Training, (3) Ensure all the formation and minutes are published on the intranet for all concerned parties (4) Check the score given by members in each department about the transparency of their councils in the annual FSS survey and SQR Report.

1) Offer three sessions on IQRA Values and Tarbawayat Effat to students, faculty and staff annually. (2) Send messages to students, faculty and staff by email on IQRA Values and Tarbawyyat Effat.

Hold monthly meetings with Sustainability Committee members to discuss issues related to governance and its enhancement

Orientation to governanc e transparen cy and decisions alignment and transparen cy. Check formations, minutes 1 and decisions complianc e to charter

Revise current sustainability policies and develop new ones as needed and then evaluate their implementation

Revise current policies and record implement ation

Develop new Policy 1 and approve it for implement ation

Develop new Policy 2

Develop new Policy 2 and approve it for implemen tation

Develop new Policy 3

KPI 6.3.1: Sustainability report publication (annual)

Comprehensi ve annual report published

Published sustainabilit y reports, public documenta tion

Publishing Effat University Annual Sustainability Report

Develop and publish Effat University Annual Sustainability Report as well as other featured activities and events related to sustainability

Collect data on sustainabilit y events and activities

Collect data on sustainability events and activities

Collect data on sustainabil ity events and activities

Collect data on sustainabilit y events and activities

Develop new Policy 3 and approve it for implement ation

Launch drafting of the Annual Sustainabilit y Report for the Current Year

Complete the report and edit it

Final evaluation of committee work

Surveying Effat

KPI 6.3.2: Stakeholder engagement and feedback (%)

50% of Effat community engaged in annual surveys Surveys results

University Stakeholders regarding the Commitment of the University to Sustainability

Refine the statements in Effat Surveys to ask about University's commitment to sustainability

Refine surveys for students and launch them accordingly Run students’ surveys

Run students’ surveys

Refine surveys for faculty and staff and launch them

Publish the Annual Report

Measure the success of the implement ation of all policies based on a specific rubric Plan for next year’s policies and implement ation measurem ent 6.3:

Report on the results of all surveys in the annual report Report on the results of all surveys in the annual report

7.2: Community Engagement and Impact

KPI 7.1.1: Active sustainability partnerships (count) 4 strategic partnerships Partnership agreements , MoUs, collaborati on documenta tion Establishing National Strategic Partnerships that Support Sustainability

Support the establishment of at least 4 partnerships that relate to sustainability

KPI 7.1.2: International collaboration projects (count)

2 active international projects Project agreements , collaborati on records Establishing International Collaboration Partnerships that support Sustainability

KPI 7.2.1: Community outreach programs (count) 20 programs annually Program documenta tion, community engageme nt records Conducting Community Outreach Programs/ Events that Support Sustainability

Support the establishment of at least two international projects that relate to sustainability

Help each College and Program to conduct at least one community outreach program throughout the year and then measure the impact of such programs/events

KPI 7.2.2: Community beneficiaries reached (%) 50% annually (tawasul by students, Community service by staff, etc.) Program attendanc e, certificates records Serving Diverse Beneficiaries from the Community by Students and Staff Set up community outreach activities and offer volunteering opportunities to help others by students and staff

KPI 7.3.1: Policy consultation participations (laws, regulations, standards count)

KPI 7.3.2: Policy advocacy campaign with NGO/governme nt partners reach (count)

2 policy consultations annually Consultatio n records, policy input documenta tion Participating in Consultancies that help Set Regulations and Policies for External Entities Help external entities set up regulations, policies or standards

5,000 individuals reached annually Campaign metrics, outreach documenta tion Collaborating with Other NGOs or Government Entities to Support Sustainability Volunteer to support sustainability policies in partnership with other NGOs or Governmental entities

Conduct community outreach activities

Calculate the number of beneficiarie s of the community activities

Conduct community outreach activities

Calculate the number of beneficiarie s of the community activities

Collect data on the community activities

Collect data on the beneficiaries of community activities

Conduct Consultancy 1

Calculate the number of beneficiaries from the policy campaign

Conduct communit y outreach activities

Calculate the number of beneficiar ies of the communit y activities

Conduct community outreach activities

Calculate the number of beneficiarie s of the community activities

Conduct community outreach activities

Collect data on the community activities

Calculate the number of beneficiarie s of the community activities Collect data on the beneficiarie s of community activities

Conduct Consultanc y 2

Calculate the number of beneficiar ies from the policy campaig n

Calculate the number of beneficiarie s of the community activities

Evaluate the impact of the 4 partnership s

Evaluate the impact of the 2 collaborati ons

Evaluate the impact of the community activities in the annual report

Evaluate the impact of the consultanci es

Calculate the number of beneficiarie s of the community activities Evaluate the impact of the consultanci es

15. CONCLUSION

This Sustainability Strategic Plan positions Effat University for global recognition while maintaining authentic alignment with our IQRA values. Through focused objectives, measurable KPIs, and efficient evidence collection, we will achieve meaningful impact in sustainability while advancing our institutional mission.

The strategy's dual-framework approach ensures maximum efficiency in ranking submissions while building genuine sustainability capabilities that benefit our campus community and broader society. Success will be measured not only by improved rankings but by the tangible, positive impact created for present and future generations.

The accompanying operational plans for each pillar – Environmental Stewardship, Social Responsibility, and Governance Effectiveness – provide detailed monthly action plans, timelines, and responsibilities that translate strategic goals into concrete implementation steps for the 2025-2026 academic year. Each working group has developed comprehensive operational plans that outline specific initiatives, actions, KPIs, evidence requirements, and monthly activities from October through May, ensuring accountability, facilitating progress monitoring, and enabling the Sustainability Committee to track implementation effectiveness throughout the year. The operational plans recognize existing university infrastructure and capabilities while identifying realistic opportunities for enhancement and expansion.

Our commitment to transparency, accountability, and continuous improvement will guide implementation, ensuring that Effat University becomes a recognized leader in sustainability education, research, and practice while remaining true to our foundational values and mission.

Prepared by: Effat University Sustainability Committee AY 2025-26

Document Version: 1.0

Last Updated: 15 October 2025

Approved: 19 October 2025

Decision No.: UC#2/19October2025/8.1-65

Next Review: 2026-2027